The program "La France bouge" highlights innovations implemented in companies to improve the daily lives of employees, such as "horizontal management".

This more collaborative working method tends to erase the notion of hierarchy in order to involve employees more and motivate them.

The health crisis has caused many changes in the world of work and in business life.

Some, for example, have discovered the virtues of teleworking and have changed premises, others have changed their management method.

This is for example the case of Jean-Christophe Russier, founder of

Keetiz.

He explained on Thursday in the program "La France bouge" why he adopted "horizontal management", this working method which consists in involving more employees by erasing the notion of hierarchy. 

>> Find all the shows of La France bouge from 1 p.m. to 2 p.m. on Europe 1 as well as in replay and podcast here

"Empower and motivate"

This start-up, created five years ago, specializes in

 cash back

.

The principle: this platform rewards the act of purchase by reimbursing 20% ​​or 30% of all purchases made in the local shops it references.

Objective: that there is traffic in the stores and, once the customers are inside, that the customers can spend to the maximum.

Since the start of the health crisis, the start-up has seen its activity grow and has grown from six to 20 employees.

Its founder Jean-Christophe Russier has also decided to change his methods to apply "horizontal management".

"We ask employees, we work as a team and we involve them a lot more," he explains.

According to him, this helps motivate and empower employees.

"The goal is to empower the collective intelligence of the company", continues Jean-Christophe Russier. 

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"No more hierarchy, everyone is responsible"

So how do you put horizontal management in place?

"The first thing to do is to clearly define the direction the company wants to take and let all employees know it internally. We must define the mission, vision and values ​​of the company" , explains Jean-Christophe Russier.

To illustrate his point, he then takes the example of a product to be launched on the market.

"We are going to create a group of between three and five employees. There are no longer any notions of hierarchical positioning. Everyone is responsible and everyone brings their skills, and we set a goal," he concludes.